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Show COMMENTARY TIMES June 8, 2006 flMES LEADERSHIP—How I See It Wtvkh l'WS Hilltop Times EditorialStaff: 75th ABW Commander Col. Scott Chambers .... Chief, Public Affairs Charles Freeman Editor Barbara Fisher Assistant Editor Tech. Sgt. Crystal Robles Beth Young, Mitch Shaw, Airman 1st Class Jenny Chong and Airman 1st ClassClayton Murray.... Staff Writers Shannon Smith . Page Layout & Design Deadlines: Editorial and news Items, 3 p.m. Friday. For more Information, call the editor, 7774598. Published by Ogden Publishing Corp., a private firm in no way connected with the U.S. Air Force, under exclusive written contract with Hill AFB. This commercial enterprise Air Force newspaper is an authorized publication for members of the U.S. military services. Contents of the Hilltop Times are not necessarily the official views of, or endorsed by, the U.S. Government, the Department of Defense or the Department of the Air Force. The appearance of advertisements in this publication, including inserts or supplements, does not constitute endorsement by the Department of the Air Force or Ogden Publishing Corp., of the products or services advertised. Everything advertised in this publication shall be made available for purchase, use or patronage without regard to race, color, religion, sex, national origin, age, marital status, physical handicap, political affiliation or any other nonmerit factor of the purchaser, user or patron. Editorial content is edited, prepared and provided by the 75th Air Base Wing Public Affairs Office staff in Bldg. 152. all 777-4598 with story ideas or comments, or send e-mail to "hilltop.rimes@hill.af.mil". Unless otherwise indicated, all photos are U.S. Air Force photos. THINK SAFETY BY COL SCOTT D. CHAMBERS 75th Air Base Wing commander No doubt great leadership can and does happen within all levels of an organization — from airman to general and throughout all of our civilian grades. The unmistakable foundation of leadership is integrity. Second, although history has shown many great leaders have different styles, they all must exhibit loyalty and vision, while always beCol. Scott D. Chambers ing the example. The really great leaders also display a positive, can-do spirit that enables them to get the absolute most of their people. Integrity means a lot of different things to different people. First and foremost, it is honesty at all times. I was raised to believe that someone who is dishonest can never be trusted. When I asked my father, a captain in the fire department for 35 years, what is the most important aspect of leadership, without any hesitation he said "honesty." Great leaders are boldly honest without fail - although many times this honesty is difficult to do, it is an absolute must. Honesty is the critical building block in developing trust, a key ingredient that allows people to get the job accomplished without being micro-managed in every task. Integrity also means doing the right thing all the time. All great leaders set high standards and live by a high moral behavior. A slip in this area is fatal for the leader - they must shine and be above reproach. Integrity is a pass-fail test - if failed, a leader ceases to lead. Loyalty needs to be displayed from the leader to the mission and to their supervisor, infused from the leader to the people, and then finally earned from the people. All three components are critical towards supporting the mission and achieving high morale within the organization. The first leg of the triangle, being loyal to the mission should be easy for all regardless of where we are at within any organization. It is the reason for being here. Any leader who cannot explain the overall mission and their organization's role in that mission has no place in a leadership role. Phone numbers — The base agencies lilted can be contacted directly tf you have a complaint or a problem with their services: Security Forces 777-5550 24-hr. Crisis Information .. . .777-3056 Services 777-4134 Baie Restaurants 777-2043 Retirement/Compensation. ..777-6142 (civilian) Social Actions 777-3516 Employee Relations 777-7129 Military Pay 777-1851 Civilian Pay 777-6246 Air Force Suggestion ". .777-6901 Program IC Complaints 777-5305 (for appointment) IC Complaints 777-5361 (after hours) Fraud, Waste or Abuie 777-5361 Photo by Airman 1st Class Jenny Chong (recording) Col. Scott Chambers, 75th Air Base Wing commander, addresses 75th Medical Croup 777-4918 Civil Engineering 777-1856 members of the 75th Logistics Readiness Squadron during a rib- Hill Pride Hotline 777-7433 bon cutting ceremony for the new Air and Space Expeditionary Public Affairs. 777-5201 Public Affairs Information 777-9696 Force (AEF) deployment center at Bldg. 900 June 1. The new faciliControl Line ty addition eliminates need for temporary storage of mobility bags, Military Housing 777-2963 Maintenance consolidates and improves deployment efficiencies, reduces over- Safely Olflce 777-3333 crowding and Inefficiencies of manpower and equipment and pro- Union 777-3257 Narcotic* Hotline 777-1852 vides additional space for pre-staged and marshaled cargo loads AFOSI Family Assistance Center .. . 775-3090 that will minimize delays In aircraft loading and airflow schedules. (when activoted) action.line.pa@hill.af.mil Hill's Last DUI: When you call or send an e-mail, your comments will be recorded and staffed through the agency responsible for action. Please give your supervisor and chain of command the opportunity to work with you in answering questions and solving problems before calling the Action Line. This will help me better serve your interests. Items of basewide interest will be published in the Hilltop Times. l9 Unit Involved: Airmen Against Drinking and Driving provide rides when designated drivers are unavailable. . Call 777-1111 any time to request a ride. Jeremy Stephens 526th ICBM Systems Wing fail miserably. It's easy to talk about leadership, but being the example and living the standards are the bread and butter of great leaders. This means exhibiting unshakable integrity, developing strong loyalty bonds, and leading the way towards developing a vision for an organization. Being the example cuts across every fabric in the organization. Air Force Gen. Richard L. Lawson, a pilot, who in his career flew 73 combat mission in the Vietnam War and served as a military assistant to the president, noted that "leadership is best watched." No doubt the leader is constantly being graded by their people and must make the grade each time. This includes the important issues like not walking by a problem without engaging, to working with subordinates in determiningthe type of disciplinary action required for a given situation, to being highly visible to the troops during inclement weather, to even the smallest details of picking up trash on the base. It's all important- it's all graded. In order to gain the absolute most of people, the truly great leaders show a positive, can-do spirit. The great Green Bay Packers Coach Vince Lombardi, who lead his team to the first two Super Bowl championships, said, "Leadership is based on a spiritual quality: the power to inspire, the power to inspire others to follow." With every ad^ versity, there is an experience that comes. It is the ability to turn a potentially negative situation into a positive experience that brings out the best in all of us. A positive spirit can generate a huge effort from previously demoralized people. Sometimes it means providing a hard push forward, while other times a kind word and a pat on the back. Great leaders know when to do each. No one likes to be around those who constantly complain about their problems. The great leader challenges people to develop solutions to their problems - and then presents them recognition for doing so! A positive spirit is truly a force multiplier that can repair morale and make good things come out of challenging situations. Leadership is the art of persuading people to take ownership of initiatives aimed at achieving mission goals. The rare leader that combines integrity, loyalty, vision, while always being the example mixed in with a positive, can-do spirit forms a synergistic effect that gets the absolute most from their people. This synergistic effect does not come easy, nor is it achieved quick. When achieved, however, there is no better feeling in the world for leaders and their people. 777-7000 Hill's Total 2006 DUIs: 9 HILI Displaying loyalty to the supervisor, is sometimes difficult - but absolutely crucial. This means the great leader must speak up when they believe their boss' view is wrong or will have unintended consequences. They owe this loyalty to their boss in order to develop the best plan possible. Yes-men are a waste of time and have no place in an effective organization. Great leaders at all levels promote positive disagreements. Further, once decisions are made, great leaders accept an unpopular decision and present it in a positive light. If they can't, they should resign. The second part is being loyal to the people, which involves a continuous host of efforts all geared to show a "self sacrificing love for the troops," as one former general put it. A great leader shows how much they care about the career, family, and specific concerns of their people. This must be a continuing effort using a vast variety of tools to properly motivate people. Reviewing records to make suggestions on career enhancements, providing solid feedback, and mentoring, mixed in with having fun, all work in concert to establish a fostering environment. Great leaders know their people. If a leader works hard to develop the first two parts of this loyalty triangle, they will surely earn the third leg; the loyalty of their people. All great leaders have a vision where they want their organization to go. As you have all heard, "If you don't develop your priorities, you'll surely be doing someone else's." This vision allows a channel of focused activity that helps lead people towards reaching a common end state. It is an absolute must in today's decreasing budgets because it helps determine priorities and allocate resources. Developing a great vision is a great challenge. Getting every person to buy into the vision is even more difficult and takes continuing, clear two-way communication up and down the chain of command. Effective communication is truly the key to great leadership. There is no better communication than face to face in the people's work environment - no one can lead behind a desk. Leaders must also work extremely hard to ensure the right message is being correctly RECEIVED by the people. Consistent discussions with the troops and civilians at all levels are a good check and balance method to verify the message sent, compared to the message actually being received. A leader who does not walk the talk will When did you attend your first Air Show and what are your fondest memories of it? Master Sgt. Kel Scott 75th Security Forces Squadron "My first experiences with air shows where when I was "The 1982 air show at Mca child since I grew up in ghee Tyson Airport was my Roy. I vividly remember the first. It was very memorable debut of the B-2s." because it was the first time I was able to see an A-10." Melody Driscolt 1st Lt. Jackie White 84th Combat Sustainment Group 508th Aircraft Sustainment Wing K In the 1980's I attended my first air show. They are always so memorable because I can learn a good deal about the aircraft by watching them." "My most memorable moment was the awful traffic. Last year, I watched from outside the gate. I'm planning to go inside the gate this year." Airman 1st Class Derrick Izor 34th Aircraft Maintenance Unit CORRECTION: An incorrect photo of Sarah Knight ran in last week's Hill Views. Staff Sgt. Karl Stenske 649th Combat Logistics Support Squadron "My first air show I went "I went to my first air show to was when I was eight. It when I was two. However, my was one of the things my fondest memory was in the dad did with me." early 90's when they had the first public sighting of the F-117 Nighthawk stealth fighter jet." |